1. Leadership Practices of Memorial Hospital and Health Care Center

    May 15, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Dawn Bailey


    Five-Part Leadership Blog Series
    In this five-part blog series on the 2018 Baldrige Award recipients’ leadership presentations at the 31st Annual Quest for Excellence® Conference (April 7–10, 2019), senior leaders of the five newest national role models share best practices and stories of how they achieved excellence.

    Addressing the Critical Care Shortage

    To relieve the critical shortage of beds in its rural Indiana area, Memorial Hospital opened its doors in 1951 for patients across eight counties. The Little Company of Mary Sisters set the direction in how the hospital cares for patients and each other, following the mission: “Christ’s healing mission of compassion empowers us to be for others through quality and excellence.”
    Now recognized nationally as a top regional hospital, Memorial Hospital and Health Care Center offers 137 patient beds and employs more than 1,700 staff members, with 100 physicians as active medical staff. Memorial also has 32 medical offices strategically located in its service area, annually providing care to 6,500 inpatients; 260,000 outpatients; 3,000 emergency patients; and 1,000 newborns.

    Developing Relationships
    According to Kyle Bennett, president and CEO, two constants have helped the hospital reach role-model status: the commitment and support of the Little Company of Mary Sisters and community support.

    “In order to bring care closer to where we are, we develop relationships,” said Bennett, speaking proudly of Memorial’s many collaborations, including opening a clinic in an Amish community, developing a tele-stroke inpatient program in collaboration with the University of Louisville, and partnering with the Indiana University School of Medicine to develop a family medicine residency program to open in summer 2019.

    Because of this program, “the access to primary care [will change] for many years into the future for our service area,” he said.

    Adopting Baldrige to “Be the Provider that We Needed to Be”
    “Employers and the business community look to us to be a strong health care provider, and we knew seven years ago that we needed to make some improvements in order to sustain and be the care provider that we needed to be for the communities we serve,” said Bennett.

    In looking for ways to sustain and inspire improvements, he said the hospital realized that the Baldrige framework aligned with its mission.

    “The benefits that we’ve realized have helped us define what excellence is to us for the communities we serve,” he said. “[The framework has] helped us create discipline around our processes, improved our financial performance, and improved our focus on key quality metrics.”

    Bennett said adopting the framework came with some struggles. “When we began, trying to apply the Baldrige framework was for me nothing short of awkward. It felt like something else that we had to do. I could answer the ‘what’ questions [in the Baldrige Criteria], but I really couldn’t answer ‘how’ questions. We hadn’t really defined our processes.”

    “Thankfully, today the framework is how we do our work,” Bennett added.

    Modeling “Attributes of a Servant’s Heart”
    “We knew that to make any sustainable, meaningful change, there had to be deliberate change among senior leaders,” said Bennett, so the hospital developed a Servant Leadership System, with an emphasis on building its culture.

    Bennett said senior leaders knew that they needed to model the attributes of a servant’s heart (words around the circle in the graphic): selflessness, forgiveness, honesty, commitment, patience, kindness, humility, and respect.

    According to Bennett, the blue circles on the graphic are leadership goals (e.g., set organization direction/determine priorities, engage the workforce, monitor performance), and the triangle at the heart of the model, which lists the mission, vision, core values, covenants, and core competencies, represents the building blocks of culture.

    Identifying the Keys to Success
    According to Bennett, Memorial Hospital knows that the keys to its success are related to its focus on the mission, a committed workforce, and disciple around the strategic planning process.

    “Those things have been integral to us over our journey,” said Bennett. “We work to live our mission every day. It’s the foundation of all we do. And we consistently return to it as we seek discernment and perspective.”

    Similarly, workforce members are “empowered to be and to act,” said Bennett, adding that a no-pass zone at the hospital requires that all patients and their families, as well as all workforce members, are greeted at the front door.

    “Our workforce is key to building and sustaining our culture,” he said.

    Achieving Results
    Memorial Hospital’s results have helped propel it to national role-model status. Results include the following: 

    • Centers for Medicare and Medicaid Services (CMS) 5-star rating for overall quality of inpatient care since the ratings were released
    • National top-10%, net-positive, value-based-payment performance since 2017
    • Performance excellence outcomes: zero early elective deliveries before 39 weeks (since 2015), zero pressure ulcers in the Skilled Caring Center (since 2016), zero central line-associated bloodstream infections (CLABSI; since 2016), and zero hospital methicillin-resistant staphylococcus aureus (MRSA) infections (since 2015)
    • “A” Leapfrog Hospital Safety Grade since 2016
    • CMS top-10% performance in patient safety composite results since 2017
    • Registered nurse turnover rate below 2% since the first quarter of 2016

    “Thirty-seven,” added Bennett, “That’s how many [opportunities for improvement] we had in our feedback report [received with its Baldrige Award application]. . . . We realize that we’re the recipient of this wonderful award. Our patients are the recipients of the care we provide. . . . The quality that we provide can get better, and those 37 things will help us get there.”

    View more processes and results of Memorial Hospital and Health Care Center.

  2. Performance Excellence Conference by New Zealand Business Excellence Foundation

    March 26, 2019 by BPIR.com Limited
    Article contributed by Saad Ghafoor, PhD Student COER, and Dr Robin Mann. Head, COER

    The New Zealand Business Excellence Foundation NZBEF organized the Performance Excellence Conference on 19th and 20th March 2019. The conference was held in the Waipuna Hotel and Conference Centre in Auckland with speakers and participants from various parts of New Zealand and from overseas. The conference promised to be a very exciting meet-up for business excellence professionals and enthusiasts. The New Zealand Defense Force (NZDF) showed particular interest in the conference with a large number of NZDF staff attending the conference.
    The participants of the conference were able to learn about global business excellence practices and make sense around how adopting business excellence would help their organisations improve. Speakers from Australia, Canada, Chile, and New Zealand educated the audience about the present state of business excellence in their respective areas of responsibilities and the challenges that organisations are experiencing by ignoring it. The conference was very educational for those that were new to the idea of business excellence.


    The two-day conference was inaugurated by Beryl Oldham, NZBEF Board Chair with appreciation towards all the participants and speakers of the conference.


    The conference was mediated by Joe Hollander – Master of Ceremonies during the presentations and discussions/ question answer sessions that followed them.


    Dr. Robin Mann of the Centre for Organisational Excellence Research (COER) Ltd delivered a presentation on the Importance and Health of the Business Excellence Movement Worldwide.


    The presentation was enriched with a brief presentation on the project Excellence Without Borders by Saad Ghafoor and some of its initial findings. Other domestic/ New Zealand speakers were Bernard Powell, Carew Hatherley, Anthony Stephenson, Keith Phillips and Michael Voss. The international speakers were Dawn Ringrose from Canada, Jorge Roman from Chile, Ravi Fernando, Mike Mclean, and Dianne Gibert from Australia.


    A panel discussion on Performance Excellence, Business Excellence and Organisational Excellence Framework was carried out with Michael Voss, Jorge Roman, Robin Mann, Ravi Fernando, Dawn Ringrose and Mike McLean.


    The panelists discussed the operational challenges for adopting business excellence. The participants took particular interest in this discussion and asked questions relating to their organizations’ day-to-day business. Most of the questions from the attendees were around how they can localize the practices or principles of business excellence such that they are applicable to the New Zealand work environment.
    The conference ended with a clear commitment by the NZBEF and its participants that the focus on excellence needs to be re-energised otherwise NZ Inc would lose its international competitiveness against other countries where business excellence has become the norm. As such the NZBEF is calling for New Zealand organisations to join its foundation with a new website just launched.
    The BPIR.com is supporting NZBEF and the worldwide focus on excellence. Our new series of 50+ Best Practice Reports will be covering one by one all the criteria items of Business Excellence Models – thus providing the building blocks towards world-class performance.
    To start this off we have published a Best Practice Report on Business Excellence to provide an overview of what it is and share its current status. If you or your organization are striving for a destination of excellence consider supporting our research by joining the BPIR.com today.

  3. Spotlight on 2018 Baldrige Award Recipient Leaders: Tri County Tech’s Lindel Fields

    March 11, 2019 by BPIR.com Limited

    Originally posted on Blogrige by Dawn Bailey

    Lindel Fields, superintendent and CEO of 2018 Baldrige Award recipient Tri County Tech (TCT), knew when he drafted his Vision 2020 that it was a fearless and bold initiative. His goal was to establish Tri County as a premier U.S. education institution. In April, when he takes the stage at the 31st annual Quest for Excellence© conference to celebrate TCT as a U.S. role-model organization in the education sector, he will know that this goal has been achieved.In the following interview, Fields describes his upcoming leadership presentation at the Quest conference and what was behind the technology center’s journey of continuous improvement on behalf of its students, a journey that has culminated, for the moment, with winning the Baldrige Award.

    How do you feel about this great achievement, and how did your employees react when they heard the news of winning the award?
    It’s very exciting, and it’s a very emotional experience for our employees who have worked on our Baldrige journey of improvement for 13 years. Those of us who are close to Baldrige know the magnitude of it.

    This is also a great moment of pride not just for our employees but for our students. We didn’t quite know the type of impact that Tri County Tech winning the Baldrige Award would have on the students, but there has been an emotional response, including tears, from them as well. I didn’t expect that.

    Please gives us a sense of what your leadership presentation will be about.
    The main theme is to share how using the Baldrige framework has led to a lot of learning for us, and I will share five mantras that we’ve discovered on our journey. Here are two samples: “When you try to be everything to everybody, you can’t be anything to anybody” and “Spend Tri County money like it’s your grandmother’s social security.” All five mantras give you a sense of our leadership philosophy. The presentation will also talk about the importance of patience and perseverance.

    How has the Baldrige Excellence Framework contributed to your organization’s success?
    Baldrige is systemic at our organization. We contribute everything we do to the framework and its Criteria. It’s about being committed to the entire process, not just to parts of it. As a result, we can point to a couple of things that we didn’t expect as a result of using the Criteria. We have had significant efficiencies in business operations including our ability to eliminate dependency on federal funding. Results have also led to more process and operational consistency and one of the highest completion and retention rates for students at a public education institution in the United States.

    Why do you think organizations in your sector could benefit from using the Baldrige framework?
    Education is about providing opportunities for students who entrust us with their hopes and dreams. And when you have that kind of responsibility, your ability to do that for the masses is dependent upon subscribing to something bigger than you can accomplish alone. It’s like a workout regimen. An Olympic athlete would not train alone. He or she would hire a coach and subscribe to a world-class regimen or methodology. When an organization subscribes the world-class methodology available in the Baldrige framework, it can achieve world-class results.

  4. Is Good, Good Enough for You? Taking the Next Step After ISO 9001:2015

    February 14, 2019 by BPIR.com Limited


    Originally posted on Blogrige by Harry Hertz

    Winter 2018-2019
    A recent report entitled Risk-Based Thinking: Creating Opportunities from Strategic Insights by Nicole Radziwill includes references to both the Baldrige Excellence Framework and ISO 9001:2015. The report describes the role of risk-based thinking in ISO 9001:2015. Since risk is based on the systems being impacted, the report recommends starting with an organizational profile, called the organizational context in ISO 9001:2015. In the Baldrige Excellence Framework, the Organizational Profile is “category 0” of the Criteria for Performance Excellence and sets the background (quite literally, as you can see in the framework diagram below) against which all other Baldrige Criteria questions are answered.


    Reading the report by Radziwill reminded me that beyond the organizational context, there have been other significant changes in ISO 9001 over time that have increased the “kinship” between ISO 9001 as a conformity assessment model and the Baldrige Criteria as a performance excellence framework.

    Below I will describe the similarities and the differences between ISO 9001:2015 and the Baldrige Criteria, and I will conclude with the elements unique to the Baldrige Excellence Framework that are not part of conformity assessment in ISO 9001. I will address the first two topics in the order they are presented in ISO 9001:2015. While my analysis is not exhaustive, I hope it will give you a good sense of the compatibility of the two documents and why your organization, having achieved ISO 9001:2015 certification, will benefit from striving for performance excellence using the Baldrige framework.

    The Similarities Between ISO 9001:2015 and Baldrige
    Both ISO 9001 (as stated in the introduction to the ISO 9001 standard) and Baldrige are focused on the delivery of quality products and services that are acceptable to customers and that meet legal and regulatory requirements. Both documents require a process approach to address their content. Both approaches use quality management principles, stated in the ISO 9001:2015 standard as follows: customer focus (category 3 in Baldrige); leadership (category 1 in Baldrige); engagement of people (category 5 in Baldrige);  process approach (category 6 in Baldrige); improvement (Scoring Guidelines and elsewhere in the Baldrige Criteria); evidence-based decision making (category 4 in Baldrige); and relationship management (the Organizational Profile, as well as categories 1, 3, and 5 in Baldrige).

    Both approaches have a commitment to results (see Figure 2 in the ISO 9001 standard and category 7 in the Baldrige Criteria). Both approaches use risk-based thinking to improve results and prevent negative effects.

    Clauses 1 through 3 of ISO 9001:2015 provide introductory information and a reference to definitions given in ISO 9000:2015. The Baldrige framework provides similar introductory information and its own Glossary of Key Terms.

    Clause 4—and 4.1 of ISO 9001, in particular—is about understanding the context of the organization, including both internal and external issues that are relevant to its current state and strategic direction. The Baldrige Organizational Profile consists of a description of organizational characteristics and the organization’s strategic situation. Clause 4.2 of ISO 9001 requires the identification of interested parties and their requirements. The Baldrige Organizational Profile asks about the requirements and expectations of customers and other key stakeholders, suppliers, partners, and collaborators. Clause 4.4 of ISO 9001 addresses management of organizational processes and use of measurements and performance indicators to control processes. Category 6 of the Baldrige Criteria addresses work processes and operational effectiveness. Item 4.1 (within category 4) of Baldrige addresses measurement, analysis, and improvement of organizational performance.

    Clause 5.1 of ISO 9001 is Leadership and Commitment. It addresses the leadership’s role with respect to the quality management system and requires compatibility with the organizational context and strategic direction. It includes a responsibility for “engaging, directing and supporting” the people of the organization.The Baldrige Criteria’s category 1 addresses the role of leaders, including senior leaders’ roles in creating “an environment for success now and in the future” and communicating with and engaging the entire workforce.

    Clause 5.1.2 of ISO 9001 requires leadership commitment to a customer focus and enhancing customer satisfaction. Item 1.1 (within category 1) of Baldrige asks how senior leaders communicate with and engage key customers. Category 3 addresses listening to the customer and engaging with customers.

    Clause 6 of ISO 9001 relates to quality management system planning. Strategy, which is category 2 of the Baldrige Criteria, relates to all aspects of organizational planning.

    Clause 7.1 of ISO 9001 is Resources. It instructs organizations to consider what they obtain from external providers, how they provide the people necessary for effective organizational process performance, and how they provide and maintain a suitable infrastructure, the human and physical environment. 7.1.6, Organizational Knowledge, requires that organizational knowledge be maintained and be made available. Those Clause 7.1 topics are covered in Baldrige categories 5 and 6, Workforce and Operations, respectively. Organizational knowledge is covered in Baldrige item 4.2, Information and Knowledge Management (within category 4).

    Clause 7.2 of ISO 9001 is Competence. It requires the organization to maintain a workforce that is competent to carry out the work of the organization. Baldrige addresses this topic in item 5.1, Workforce Environment (within category 5), asking about workforce capability and capacity. Having capability and capacity ensures that the workforce is competent to carry out the work of the organization and that there are sufficient staff members available.

    Clause 8 of ISO 9001 is Operations and has significant overlap with Baldrige category 6, also entitled Operations.

    In Clause 8.2.1, ISO addresses Customer Communication. Baldrige addresses this in the overall focus on customers, which is the subject of category 3.

    Clause 9 of ISO 9001 is Performance Evaluation. It requires evaluation of operational performance and customer satisfaction. It also has a specific clause, 9.3, on management review of the quality management system. Baldrige Criteria item 4.1b is Performance Analysis and Review (within category 4). Baldrige has a separate area to address, 3.2b, on Determination of Customer Satisfaction and Engagement (within category 3). In Baldrige Criteria item 1.1, Senior Leadership (within category 1), there is a responsibility to create a focus on action based on identifying needed actions to improve organizational performance. Leaders must demonstrate personal accountability for those actions.

    Clause 10 of ISO 9001, Improvement, addresses nonconformity, corrective action, and continual improvement. It states that improvement can include innovation. The Baldrige Criteria ask specifically about product and process improvement in 6.1b(3). Within category 4, 4.1c focuses on future performance, looking at use of performance review findings as a source of continuous improvement and opportunities for innovation. The Baldrige Scoring System is a rubric for organizational maturity in performance improvement.


    The Differences Between ISO 9001:2015 and Baldrige
    Now let’s focus on some key differences between ISO 9001:2015 and the Baldrige Criteria that can move an organization from conformity to striving for excellence. To begin, it is important to remember that the two documents are written with significantly different purposes in mind.

    ISO 9001: 2015 is a standard for “consistently providing products and services that meet customer and applicable statutory and regulatory requirements, facilitating opportunities to enhance customer satisfaction,” and “addressing risks and opportunities.” This is all done in the context of delivering a product or service in conformance with quality management system requirements.

    In contrast, the Baldrige Excellence Framework is designed to help all organizations improve and get ever-improving results. The Baldrige framework helps any organization answer three questions:

    • Is your organization doing as well as it could?
    • How do you know?
    • What and how should your organization improve or change?

    The end goal is organizational excellence, which is recognized in the United States by a Presidential Award (the Malcolm Baldrige National Quality Award) that designates the organization as a role model for the nation (and beyond).

    While the purposes of ISO 9001 and Baldrige are different, it is particularly valuable that the two approaches to organizational performance are so compatible, allowing a smooth transition from conformity assessment and certification to overall organizational performance assessment and a continuing journey to performance excellence.

    Focus on Transition from Conformance to Excellence
    Now let’s focus on aspects of the Baldrige Criteria that move an organization from requirements that address conformity to questions that address the journey toward excellence. I will address each of the clauses of ISO 9001:2015 in the order covered above, starting with some additional comments relative to the introductory material in both documents (the Introduction and Clauses 1—3 of ISO 9001:2015).

    A Focus on INNOVATION
    ISO 9001:2015 requires corrective actions and continual improvement to “consistently meet requirements and address future needs and expectations.” It states that future needs might require breakthrough change and innovation. Baldrige adds a specific focus on innovation, at numerous places in the Criteria. The multiple references emphasize the systems perspective for organizational performance innovation. Item 1.1 (within category 1) asks how senior leaders create an environment for innovation and intelligent risk taking (more on risk in the next section). Within category 6, 6.1d asks about work processes for innovation management, specifically how you pursue opportunities for innovation. The Baldrige Scoring Guidelines (the scoring rubric for a Baldrige assessment) specifically reference organizational learning through innovation in the highest scoring ranges.

    ISO 9001 promotes a process approach “to enhance customer satisfaction by meeting customer requirements.” While Baldrige asks questions about customer satisfaction and dissatisfaction, it is focused on customer engagement for the long term, to build a relationship with the customer, exceed customers’ expectations, and increase their engagement with your organization over time (category 3).

    Clause 4 of ISO 9001 and the Organizational Profile of the Baldrige Criteria both look at organizational context. Baldrige specifically asks about the organization’s mission, vision, and values, as well as the organization’s core competencies (not just those required of individual staff members). These concepts are strategic and form the basis, together with articulated strategic advantages and strategic challenges, for overall organizational strategic planning. Baldrige also asks about changes affecting your competitive position and how these changes might create opportunities for innovation and collaboration.

    Clause 5.1 of ISO 9001 is about organizational leadership. The Baldrige Criteria item 1.1, Senior Leadership, adds the senior leaders’ role in setting and deploying the organization’s vision and values throughout the organization and to key stakeholders. These values are critical guides for norms of behavior and setting organizational culture. Senior leaders are also questioned about their roles in organizational and employee personal learning and leadership succession planning, including development of future organizational leaders. Thus, in the Baldrige Criteria, senior leaders are responsible not only for guiding the organization today, but for creating the environment for success in the future.

    Clause 6 of ISO 9001 addresses Quality Objectives and Planning to Achieve Them. The Baldrige Criteria category 2, Strategy, addresses strategy broadly. Quality planning can be delegated to a quality function in the organization. Strategic planning starts with the senior leadership and cascades throughout the organization, including the quality planning function. Category 2 asks about the specifics of the strategy development process, your key strategic objectives, how your strategy development process stimulates innovation, and also about your work systems and core competencies. Work systems are a key strategic concept.

    In determining your work systems and related core competencies, the organization is deciding what will be accomplished with your workforce, using competencies core to the organization’s success; and what will be accomplished through suppliers, partners, and collaborators. This decision involves important considerations related to protecting intellectual property and brand, as well as the actual footprint of your operations. The Baldrige Criteria also ask about your translation of strategic objectives into action plans and workforce plans and measures to track progress on action plans. Additionally, Baldrige asks about your process for being agile, should conditions warrant a rapid change in plans.

    A Focus on the WORKFORCE
    As Clause 7.1 of ISO 9001 indicates there are numerous aspects to resources. People aspects are treated in 7.1.2 and 7.1.4. People and Environment for the Operation of Processes, respectively. Category 5 in the Baldrige Criteria, Workforce, views people as both a valuable resource and as the internal customers of the organization, recognizing that an engaged workforce leads to a more successful organization. Given this understanding, Baldrige asks about drivers of workforce engagement and how your organization supports its workforce through benefits, compensation, reward, and recognition. Baldrige also asks about how you accomplish workforce development, learning, and career progression, as well as how you ensure workplace health, safety, and accessibility.

    Clause 7.1.6 of ISO 9001 is about capturing organizational knowledge for the purpose of “operation of its processes and to achieve conformity of products and services.” Within category 4, the Baldrige Criteria item 4.2 is Information and Knowledge Management. It additionally asks about blending and correlating data from different sources to build new knowledge. It asks about mining and sharing best practices throughout the organization, and it asks how you embed learning in the way your organization operates.

    Clause 8.2.1 of ISO 9001 is Customer Communication. Within the Baldrige Criteria category 3, 3.1a, Customer Listening, asks how your organization listens to potential customers to obtain actionable information. Also within category 3, Baldrige asks at 3.2b, Determination of Customer Satisfaction and Engagement, how you determine your customers’ satisfaction with your organization relative to competitors and other organizations.

    Clause 9 of ISO 9001 is Performance Evaluation, covering all aspects of the quality management system. Within category 4, item 4.1 in the Baldrige Criteria is Measurement, Analysis, and Improvement of Organizational Performance. The Baldrige focus is on all aspects of organizational performance, including the quality system. Baldrige also asks how you use comparative data to support decision making. It asks how you assess organizational success, competitive performance, financial health, and progress on achieving your strategic objectives and action plans.

    Clause 10 of ISO 9001 is Improvement. The Baldrige Scoring System allows assessment of organizational performance maturity on a 1,000-point scale There are separate rubrics for Baldrige assessment of process and results. Process is assessed on organizational improvements in approach (the method used to carry out a process), deployment (the extent to which your organization applies the approach), learning (the refinement of your approach through cycles of improvement and through innovation), and integration (the extent of harmonization of your approach, plans, results, and analyses across processes and work units). Results are assessed on organizational improvement in the dimensions of levels (current performance), trends (rate of performance improvement), comparisons (performance relative to other appropriate organizations), and integration.

    Elements Unique to Baldrige
    Numerous areas associated with overall organizational excellence that are not part of product and process conformity are, nonetheless, critical to overall organizational performance and to achieving performance excellence. Following is a brief description of each of these areas covered in the Baldrige Excellence Framework:

    • Ethics: How your organization and its leaders demonstrate and monitor ethical performance and ensure transparency in operations.
    • Governance: How your organization achieves responsible governance through oversight of senior leaders’ performance and operations.
    • Societal Contributions: Beyond legal compliance, how your organization supports and strengthens communities served.
    • Security and Cybersecurity: How your organization ensures the security and cybersecurity of sensitive or privileged data and information.
    • Risk: Since organizations can no longer avoid risk, risk management has been significantly incorporated into ISO 9001:2015. Risk is also addressed by the Baldrige Criteria, from the perspective of taking intelligent risks. Intelligent risks are seen as opportunities for which the potential gain outweighs the potential harm or loss to your organization’s future success if you do not explore them. Risk is frequently viewed from only the harm perspective, but Baldrige also sees intelligent risk as arising from opportunities for innovation.
      Results: In addition to your organization’s performance results in the areas of product and process performance and customers (as needed to demonstrate conformity for ISO 9001:2015), Baldrige assesses workforce results, leadership and governance results, and financial and market results.

    I have not shared all the commonalities of or differences between ISO 9001:2015 and the Baldrige Excellence Framework. Instead, I have tried to show the organizational possibilities of building on conformity assessment to establish a holistic approach for achieving excellence in every dimension of organizational performance today, with a look to the strategic imperatives and opportunities for the future. Baldrige helps an organization take this journey with a focus on process (55% of the scoring rubric) and results (45% of the rubric), recognizing that great processes are only valuable if they yield the complete set of results that lead to organizational sustainability.

    I encourage organizations that have not gone beyond conformity to take the next step in securing your future. Start with downloading the free Baldrige Excellence Builder, an abbreviated version of the Baldrige Criteria for Performance Excellence. I hope that your organization, like many others, will look back in future years wondering why you didn’t start the journey to excellence earlier!

  5. Reflecting on the success of the Global Organisational Excellence Congress

    January 23, 2019 by BPIR.com Limited


    The Global Organisational Excellence Congress 2018 was held in Abu Dhabi between 10th-12th December 2018. The congress was organized by the Abu Dhabi International Centre for Organisational Excellence (of the Abu Dhabi Chamber of Commerce and Industry), Asia Pacific Quality Organisation (APQO), Global Benchmarking Network (GBN) and the Centre for Organisational Excellence Research (COER) (developers of the BPIR.com best practice resource).

    His Excellency Mohamed Helal Al Mheiri, Director-General of Abu Dhabi Chamber of Commerce and Industry provided the opening address at the Global Organisational Excellence Congress.

    His Excellency Mohamed Helal Al Mheiri, Director-General of Abu Dhabi Chamber of Commerce and Industry provided the opening address at the Global Organisational Excellence Congress.

    The congress was attended by delegates and speakers from all corners of the world from as far away as Chile, New Zealand and Tonga. In total there were 1300 registrations with almost 40% being international delegates representing 34 countries, therefore offering a platform for global networking. Notable speakers and authors included Dr. H. James Harrington, CEO, Harrington Management Systems, USA (author of over 40 books covering all aspects of quality management and still going strong at 90 years old with his recent work on innovation) and Dr. Robert Camp, Honorary Life-time President, Global Benchmarking Network, United States (the pioneer of modern day benchmarking through his work at Xerox and publishing the first book on benchmarking in 1989, “Benchmarking: The Search for Industry Best Practices”).

    Dr. H. James Harrington, CEO, Harrington Management Systems, USA delivered a keynote presentation on Total Innovation Management for Excellence and served as a judge for COER’s Organisation-wide Innovation Award

    Dr. H. James Harrington, CEO, Harrington Management Systems, USA delivered a keynote presentation on Total Innovation Management for Excellence and served as a judge for COER’s Organisation-wide Innovation Award

    Prior to the congress on the 9th December 2018, the Global Benchmarking Network’s Annual General Meeting and Asia Pacific Quality Organisation’s Annual General Meeting were held. These meetings brought together international experts from over 30 countries to discuss and shape the future of quality and benchmarking. One of the key decisions of the GBN was to open up its membership to individuals and corporates, for further information refer to https://www.globalbenchmarking.org/index.php/membership-join/


    Attendees of the APQO’s Annual General Meeting with the local organizing committee of the Abu Dhabi Chamber of Commerce and Industry, including Deputy Director General Abdullah Al-Qubaisi.

    Attendees of the GBN’s Annual General Meeting with the local organizing committee of the Abu Dhabi Chamber of Commerce and Industry, including Deputy Director General Abdullah Al-Qubaisi.

    Attendees of the GBN’s Annual General Meeting with the local organizing committee of the Abu Dhabi Chamber of Commerce and Industry, including Deputy Director General Abdullah Al-Qubaisi.

    The main congress event was enriched with keynote speeches from notable authors and professionals such as Prof. Dr.-Ing. Holger Kohl, Director Corporate Management, Fraunhofer IPK, Germany, Dr. Charles Aubrey, Chairman, APQO International Advisory Panel, United States and Professor Tony Bendell, MD, Services Limited, UK to name a few. The speakers and their presentations can be found on the congress website.

    Professor Hadi Eltigani, Chairman of the Congress and Coordinator General of Sheikh Khalifa Excellence Award (SKEA) was instrumental in bringing such a prestigious event to Abu Dhabi. It was his relationship with COER, the Global Benchmarking Network and Asia Pacific Quality Organisation that led to the idea of integrating multiple conferences into one event.

    Professor Hadi Eltigani spoke about Building Excellence in the UAE and the Middle East and Harnek Singh, President, APQO, provided an overview of the history, development and choice of Abu Dhabi, UAE for the congress.

    Professor Hadi Eltigani spoke about Building Excellence in the UAE and the Middle East and Harnek Singh, President, APQO, provided an overview of the history, development and choice of Abu Dhabi, UAE for the congress.

    Dr. Robin Mann, Director, Centre for Organisational Excellence Research, New Zealand and co-organizer of the congress chaired the Business Excellence Administrator’s Panel Discussion – The Role of Excellence Models in Nation Building. On the panel were Russell Longmuir, CEO, EFQM, Patrick Lim, Director, Business & Service Excellence, Enterprise Singapore, Jeff Ryall, Chair, Australian Organization Quality representing Business Excellence Australia, Areej Al Hamiri, Manager Government Excellence Department, General Secretariat of the Executive Council, Abu Dhabi, Dr Zeyad El Kahlout, Senior Consultant, Dubai Government Excellence Program, Professor Hadi El Tigani, Coordinator General of the Sheikh Khalifa Excellence Award, Dr. Ibrahim Alrawabdeh, CEO, King Abdallah Centre for Excellence, Jordan and Suresh Lulla, Chairman, IMC Ramkrishna Bajaj National Quality Award, India.

    Dr. Robin Mann moderated the Business Excellence Administrator’s Panel Discussion – The Role of Excellence Models in Nation Building (all the panelists shown in the picture)

    Dr. Robin Mann moderated the Business Excellence Administrator’s Panel Discussion – The Role of Excellence Models in Nation Building (all the panelists shown in the picture)

    The panel discussed how nations encourage business excellence and how important it is for the leadership of a nation to understand and use business excellence principles, models and awards to drive desired organizational behavior and performance. A classic example of a national approach to excellence is the United Arab Emirates, which shows a strong and consistent drive from the leadership towards excellence within both government institutions and the private sector.

    In the next session of presentations Saad Ghafoor, COER PhD student, presented his research, called “Excellence Without Borders”, investigating how countries are promoting business excellence, engaging with and assisting organisations on their excellence journey, and how organisations are recognized as role models of excellence. Saad’s research has over 30 countries participating from 55 countries that are known to have business excellence awards. The research has the support of the Global Excellence Model Council and its key findings will be released by the middle of 2019 (currently he is interviewing the administrators of the major awards programs).

    Saad Ghafoor, PhD Student, COER (left photo), presented on his research “Excellence Without Borders” investigating how 30+ countries pursue business excellence and Ahmed Abbas, Senior Researcher BPIR.com, COER (right photo) presented on “TRADE Best Practice Benchmarking & Dubai Government Excellence Program’s Dubai We Learn”

    Saad Ghafoor, PhD Student, COER (left photo), presented on his research "Excellence Without Borders" investigating how 30+ countries pursue business excellence and Ahmed Abbas, Senior Researcher BPIR.com, COER (right photo) presented on "TRADE Best Practice Benchmarking & Dubai Government Excellence Program’s Dubai We Learn"

    Another one of COER’s staff, Ahmed Abbas, presented on COER’s work facilitating 11 benchmarking projects for the Dubai Government Excellence Program in 2017 to 2018. The projects were very successful and have saved or generated millions of AED through waste reduction, new innovations and productivity gains. A book will soon be published sharing the findings from these projects or you can view a book on the previous year’s projects here. A 3rd Cycle of Dubai We Learn projects will begin in 2019. Ahmed also talked about how the BPIR.com supported the benchmarking projects with its 1000’s of best practice case studies and how the BPIR.com is evolving with a new website to be launched soon. Ahmed showcased BPIR.com’s latest best practice reports on benchmarking and business excellence.

    The 6th International Best Practices Competition was held as part of the congress. Out of a total of 72 entries received, 36 were shortlisted to deliver a presentation representing 31 organisations from 17 countries. The contenders were judged by a panel on the basis of their written application and an 8-minute presentation followed by 4 minutes of questions and answers. From these, the top 10 were selected and the top 5 proceeded to the final where they presented again in front of a new panel of judges. All the participants were appreciated with participation certificates.

    Contenders delivered their presentations in 5 sessions, with the top 5 delivering their presentation again to a 2nd set of judges (panel of judges and audience shown in the pictures)

    Contenders delivered their presentations in 5 sessions, with the top 5 delivering their presentation again to a 2nd set of judges (panel of judges and audience shown in the pictures)

    The winner of the award was Jollibee Foods Corporation, Philippines (We Listen and Learn from the Voices of our Customers to Spread Joy to the World). The runners-up of equal standing were Dubai Police, UAE (Productivity and Vehicle Availability within Vehicle Fleet Maintenance), Arya Sasol Polymer Company, Iran (Sustainable Continuous Development of Safety Improvement Plan), Dubai Electricity Water Authority, UAE (AFKARI Ideation Management System) and Abu Dhabi City Municipality, UAE (Building Data Management System for streamlining Building Data Delivery process and extracting Indoor details).

    The winner of the International Best Practice Competition, Jollibee Food Corporation. Also, in the photo are the judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri, & Congress Chairman, Professor Hadi Eltigani & Dr Robin Mann, the founder of IBPC

    The winner of the International Best Practice Competition, Jollibee Food Corporation. Also, in the photo are the judging panel and Abu Dhabi Chamber’s Director General Mohamed Helal Al Mheiri, & Congress Chairman, Professor Hadi Eltigani & Dr Robin Mann, the founder of IBPC

    Dubai Customs, UAE were the winner of the 2nd Organisation Wide Innovation Award. The runners-up of equal standing were the Abu Dhabi Health Services Company, UAE, Securities and Commodities Authority, UAE, Sport Star Academy, Australia, United Overseas Bank, Singapore and Dubai Municipality, UAE.

    The winner of the Organisation-Wide Innovation Award, Dubai Customs. Also, in the photo are the runners-up and judging panel.

    The winner of the Organisation-Wide Innovation Award, Dubai Customs. Also, in the photo are the runners-up and judging panel.

    The Road and Transport Authority, UAE won the 6th Global Benchmarking Award for its benchmarking approach. The runners-up of equal standing were Dubai Courts, UAE, Yanbu Refinery Department, Saudi Aramco, Saudi Arabia, Dubai Police, UAE, Bahrain Polytechnic, Bahrain and Dubai Electricity and Water Authority, UAE.

    The winner of the GBN’s Global Benchmarking Award, Road and Transport Authority. Also, in the photo are the runners-up and the judging panel.

    The winner of the GBN’s Global Benchmarking Award, Road and Transport Authority. Also, in the photo are the runners-up and the judging panel.

    On the 2nd evening of the Congress the Gala Dinner was held, this event celebrated the achievements of the winners of the APQO’s Global Performance Excellence Award (organisations that had won national awards for excellence), winners of the ACE Team Competition and those people that had received special recognition from the APQO (winners are shown at the end of this article). The organisations that received Global Performance Excellence recognition were:

    • Weichai Power Co., Ltd, China
    • Gmr Warora Energy Limited, India
    • Tata Power Solar Systems Ltd, India
    • Global Indian International School, Queenstown Campus Singapore, India
    • Pt Pupuk Kalimantan Timur, Indonesia
    • Finisar Malaysia Sdn Bhd, Malaysia
    • Comision Federal De Electricidad Division De Distribucion Norte, Mexico
    • Sp Services Ltd, Singapore
    • Johor Port Berhad, Malaysia
    • Maliban Biscuit Manufactories (Pvt.) Ltd, Sri Lanka
    • Binh Minh Plastics Joint-Stock Company, Vietnam
    • Unon National Bank, Abu Dhabi, United Arab Emirates
    • State Grid Shanghai Municipal Electric Power Company, China
    • Preparatoria 16 De La Universidad Autonoma Denuevo Leon, Mexico

    The Gala dinner was a truly impressive occasion with great entertainment, delicious food and beautiful stage lighting.

    Enchanting operatic performance with beautiful stage lighting.

    Enchanting operatic performance with beautiful stage lighting.

    The Abu Dhabi Chamber of Commerce and Industry provided all the attendees with a fabulous gala dinner on the 11th December 2018

    The Abu Dhabi Chamber of Commerce and Industry provided all the attendees with a fabulous gala dinner on the 11th December 2018

    Following the congress, Dr Robin Mann conducted a 2-day TRADE Benchmarking Certification Course on the 13th and 14th December 2018. The training was appropriately timed as a number of the finalists of the various competitions had used TRADE as a key mechanism to improve their overall benchmarking approach (for instance, RTA the Global Benchmarking Award Winner) or used TRADE to identify and implement best practices (DEWA and Dubai Police both reached the top 5 of the International Best Practice Competition for their best practices). The training was attended by employees from a number of government and private organisations from India and the United Arab Emirates.

    Dr. Robin Mann, COER, provided a 2-day TRADE Benchmarking Certification Course

    Dr. Robin Mann, COER, provided a 2-day TRADE Benchmarking Certification Course

    The TRADE Best Practice Benchmarking Methodology

    The TRADE Best Practice Benchmarking Methodology

    Over the last 20 years COER has been involved in organizing 16 international conferences. This one in Abu Dhabi will stay in our memory for a long time – it stands out as very special in so many ways. The support of the Abu Dhabi Chamber of Commerce & Industry was limitless and particular praise needs to be given to Wigdan Salih who was responsible for the day to day work to take the plans to reality, the combining of four major events into one congress was a masterstroke ensuring that the congress catered for everyone’s needs as there were three or four streams of presentations to choose from at anyone time, the expert presentations were excellent delivering plenty of learning opportunities, the quality of the competitions and the presentations from the participants were outstanding and provided a vibrant atmosphere for best practice sharing, the expertise of the judges and their pertinent questions led to the selection of role model competition winners, the quality of the chairing of the sessions meant that the congress kept to the time schedule, hosting the congress at the Jumeriah at Etihad Towers was an inspired choice with the Gala Dinner being exceptional and finally, hosting the event in Abu Dhabi and the UAE where there is such a thirst and desire for excellence led to 1,300 registrations and plenty of opportunities for networking with like-minded people.

    Dr. Robin Mann, COER, relaxing with Dr James Harrington and Jan-Patrick Cap, Secretariat Global Benchmarking Network.

    Dr. Robin Mann, COER, relaxing with Dr James Harrington and Jan-Patrick Cap, Secretariat Global Benchmarking Network.

    APQO individual awards were given to the following:

    • APQO Award for Senior Leadership Commitment to Quality 2018 – H. E. Mohammed Helal Al-Mheiri, Director General, Abu Dhabi Chamber of Commerce and Industry, United Arab Emirates
    • APQO Award for Senior Leadership Commitment to Quality 2018 – XuGuang Tan, Chairman of Board, Weichai Power Co. Ltd, China
    • APQO Award for Women in Quality Leadership 2018 – Yap Suan See, Vice President / Managing Director, Finisar Malaysia Sdn, Bhd, Malaysia
    • APQO Harrington / Ishikawa Quality Professional Award 2018 – H. E. Major-General Abdullah Khalifa Al Marri, Commander in Chief, Dubai Police, United Arab Emirates
    • APQO Harrington / Ishikawa Quality Professional Award 2018 – Prof. Dr Pal Molnar, President and CEO of HNC for EOQ, Chair of International Academy for Quality,
    • APQO President’s Award for Demonstrated Excellence 2018 – Prof Hadi Eltigani, Coordinator General Sheikh Khalifa Excellence Award, UAE
    • APQO President’s Award for Demonstrated Excellence 2018, Ab Rahim Yusoff, Deputy Director General, Malaysia Productivity Corporation, Malaysia
    • APQO Special Recognition 2018, Wigdan Farouk Salih, Organizational Incentives and Programs Consultant Organizational Training Incentives and Programs Department ADCCI
    • APQO Special Recognition 2018, Mangalika de Silva, Vice President Administration APQO / Secretary APQO
    • APQO Special Recognition 2018, Corazon Tan, Vice President, Finance, APQO / Treasurer APQO
    • APQO Lifetime Achievement Award 2018, Dr H. James Harrington, APQO Official Advisor Life

    For further information on COER’s work view www.coer.org.nz or contact Dr Robin Mann, r.s.mann@massey.ac/nz, https://www.linkedin.com/in/drrobinmann. Support COER’s research by joining the BPIR.com.